Strategic Plan 2020 STRATEGIC PLAN 2020-2022 TABLE OF CONTENTS Mayor’s Message page 5 City Manager’s Message page 7 Our Vision page 9 Our Mission page 10 Our Core Values page 11 Our Pillars and Actions page 13 l Environment page 14 l Social page 16 l Culture page 20 l Economy page 22 l Governance page 24 MONCTON CITY COUNCIL Left to right: Bryan Butler, Shawn Crossman, Susan Edgett, Charles Léger, Paul Pellerin, Greg Turner, Dawn Arnold (Mayor), Pierre Boudreau, Brian Hicks, Paulette Thériault, and Blair Lawrence. 4 MAYOR’S MESSAGE On behalf of Moncton City Council, I am pleased to present our 2020 Strategic Plan. With growing demands and finite resources, it is important to focus our community’s efforts behind common goals. This Strategic Plan sets out the guiding principles to ensure we continue to #MoveMoncton- Forward. It establishes the framework to blend economic prosperity, quality of life and environmental responsibility into a style of growth that makes every part of our city better, particularly during these difficult times. Moncton is an amazing city with incredible potential. Our strategic approach provides opportunities for all Monctonians – those who are here and those who will want to live here in the future. This plan is reviewed and updated annually. If you have any questions, please contact members of Council, or the Administration team. Dawn Arnold Mayor 5 6 CITY MANAGER’S MESSAGE The City of Moncton Strategic Plan is our multi-year roadmap of actions that allow us to accomplish our established goals for the coming year and the years ahead. The document outlines priorities and outcomes to be pursued. It establishes a commitment from the City to its stakeholders – clarifying what can be expected of your local government. We understand and have considered the impacts global events can have on our city and are adapting and being flexible as we consider our strategies. Required internal and external resources will be aligned to move the established priorities forward. The plan will evolve and be reviewed on an annual basis. Results will be published through an annual Report to the Community. With the support and leadership of City Council and the dedication of municipal employees at all levels of the organization we will create the city envisioned by the citizens we serve as we continue on our path towards being “A City that Inspires”. Marc Landry City Manager 7 THE STRATEGIC PLAN WILL BE USED IN THE FOLLOWING WAYS: Align municipal decisions All municipal activities will be guided by the priorities identified in this document. City Council will review the plan on a regular basis as new issues, challenges and opportunities emerge. This will ensure that we always include the right priorities for our city. Provide direction for service areas work plans and budgets The Strategic Plan will guide service areas in the development of their work plans (strategies, actions and initiatives) and alignment of their budgets to achieve City Council’s priorities. Monitor progress towards desired outcomes The strategies, actions and initiatives will be monitored to measure success. Our performance will be reported through indicators and targets in our annual “report card” to the community. 8 Our vision A city that inspires 9 Our mission Working together to grow our economy and enhance the quality of life for all citizens 10 OUR CORE VALUES The daily activities of the organization are guided by the following principles and values. Sustainability We make decisions holistically that consider our environment, our economy, and our community. We respect and preserve our built heritage and natural environment. We want to leave our future generations a better community. Diversity We promote and encourage diversity in language, culture, ethnicity and ability. We are Canada’s first officially bilingual city and provide bilingual services to our citizens. We are proud of the diversity of our economy. We are committed to working to make our organization and our community more reflective of the Canadian mosaic. Creativity We strive to think and do things differently. We are creative and innova- tive; we embrace new technologies and foster a culture of continuous learning. We welcome change through performance excellence, based on real data and measurable results. We support our vibrant arts sector. Engagement We welcome and encourage the contributions of our citizens in the growth and development of our city. Leadership We are conscious of our leadership role within the workplace, the community, the region and beyond in developing and promoting best practices in municipal government. We are professional and accountable to our community. We respect our citizens’ viewpoints and always strive for excellence. 11 1212 PILLARS and ACTIONS Moncton City Council has adopted five pillars within its Strategic Plan. These are at the centre of everything we do. They are the focus of our efforts and the foundation of our organization’s multi-year work plans. Each pillar has associated action items which align the organization to Council’s vision of being “A city that inspires!” Action items highlight priorities on which we are working to deliver. They are supported by strategic documents and will become our organizational “report card” on how we are performing. 13 ENVIRONMENT To be a green community We are a green and resilient community. We are proactive in our stewardship of the environment, value our natural assets such as the Petitcodiac River, and support sustainable growth. SUPPORTING STRATEGIC DOCUMENTS ACTIONS 2020 2021 2022 Climate Change Mitigation Corporate Energy and Greenhouse Gas Climate Change Emergency Declaration - Reduction Plan (2016) Report on current status and opportunites to reduce greenhouse gas (GHG) emissions • Implement the Corporate Energy and Greenhouse Gas Reduction Plan • • • Develop strategy to reduce energy consumption in existing buildings/equipment • Fulfill commitments under Global Covenant of Mayors Showcase Cities pilot project • • • Complete a community greenhouse gas inventory • • • Identify an appropriate greenhouse gas reduction target • • • Develop a strategy to meet greenhouse gas reduction target • • • Develop a Community Energy Plan • • Climate Change Adaptation and Climate Change Adaptation Flood Management Implement the Climate Change Adaptation and Flood Management Strategy • • • Strategy (2013) Develop Flood Plain Zoning regulations • Implementation of the Neighborhood Flood Mitigation Study (completed through capital works program) • • • Reduce plastic usage within the community Implement by-law limiting single use plastic bags • Develop next steps for the reduction of plastics • • 14 14 PILLARS AND ACTIONS PILLARS AND ACTIONS ENVIRONMENT SUPPORTING STRATEGIC DOCUMENTS ACTIONS Implement a Waste Reduction and Management Plan 2020 2021 2022 Reduce, reuse and implement waste separation at municipal sites and facilities • • • Reduce, reuse and implement waste separation at City-sponsored events • Increase protection for the designated Turtle Creek watershed • Develop Blue-Green Algae (BGA) Management Strategy / Plan Implement BGA mitigation strategy (Phase 1) • Seek provincial and federal financial assistance (Phase 2) • • • Research BGA mitigation strategy (Phase 2) • • Implement BGA mitigation strategy (Phase 2) • • Sewer System Master Plan (2016) Update the Sewer Master Plan Develop the Sewer Master Plan - Phase 8 • Develop the Sewer Master Plan - Phase 9 • Develop the Sewer Master Plan - Phase 10 • Replace Meters and Meter Transmission Units • • Street Tree Management Plan Implement Street Tree Management Plan • • • (2017) PILLARS AND ACTIONS PILLARS AND ACTIONS 15 SOCIAL To be a healthy community We are a healthy and safe community. We provide active living opportunities for all residents, and proactively address social challenges by adopting policies and taking actions that ensure equitable access to all services. SUPPORTING STRATEGIC DOCUMENTS ACTIONS 2020 2021 2022 Social Inclusion Implement Social Inclusion Plan Plan (2016) Execute action items from the Affordable Housing Implementation Plan • • • Housing Needs Standardize the collection and management of data through a centralized database • Analysis Study Prepare and present a business case for a housing entity • (2016 – 2017) Identify potential for innovative housing options • • Develop a list of surplus government-owned land that could be used for affordable housing • • Undertake action items to help address social issues in the city Consider the addition of public washrooms • Continue reviewing best practices • • • Develop strategies to ensure that Moncton continues to be a safe community Implement enhancements to the By-law Enforcement department’s handling of complaints (from intake to report) • Explore opportunities surrounding the continuum of policing and enforcement services • • Continued focus on downtown safety • • • Implement innovative policing initiatives • • • Pursue Fire Department Accreditation • • • Design, construct and move into new Codiac Regional RCMP facility Design new Codiac Regional RCMP facility • • • Initiate request for proposal (RFP) for the sale and redevelopment of the existing police building and land at 520 Main St. • Build new Codiac Regional RCMP facility • • Occupy new Codiac Regional RCMP facility 2023 16 PILLARS AND ACTIONS PILLARS AND ACTIONS SOCIAL SUPPORTING STRATEGIC DOCUMENTS ACTIONS Active Transportation 2020 2021 2022 Master Plan Implement Active Transportation Master Plan (2015) Advocate for the